Resource-constrainted and located closer to users,edge servers are more vulnerable to Distributed Denial of Service(DDoS)attacks.In order to mitigate the impact of DDoS attacks on benign users,this paper designed a Re...Resource-constrainted and located closer to users,edge servers are more vulnerable to Distributed Denial of Service(DDoS)attacks.In order to mitigate the impact of DDoS attacks on benign users,this paper designed a Resource-based Pricing Collaborative approach(RPC)in mobile edge computing.By introducing the influence of resource prices on requester in economics,a collaboration model based on resource pricing was established,and the allocation of user request was regarded as a game strategy to obtain the overall minimum offloading cost of the user in network.The article theoretically proved the existence and rationality of the Nash equilibrium.Finally,simulation results verified the effectiveness and feasibility of the proposed approach in two experimental scenes.Experimental results shows that RPC can effectively improve the network ability to mitigate DDoS attacks,and alleviate the adverse effects of server attacks under delay constraints.展开更多
Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory...Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.展开更多
Digitisation,new technologies and artificial intelligence demand organisations for new ways of working with a different skill set to accomplish strategic objectives.HR analytics is the scientific solution enabling org...Digitisation,new technologies and artificial intelligence demand organisations for new ways of working with a different skill set to accomplish strategic objectives.HR analytics is the scientific solution enabling organisations to make significant human capital and strategic business decisions and thereby gain a competitive advantage.However,theory-based relationships in HR analytics adoption is meagre.Further,there is a paucity of HR analytics literature on the role of contextual factors that affect organisations in building predictive HR analytics(PHRA)capability.Addressing this gap,we develop a conceptual framework through the lens of the Technological-Organisational-Environmental(TOE)framework and Resource-based theory to examine the relationships among the antecedents and consequences of PHRA capability considering talent management under the moderating effect of a data-driven culture.This paper is possibly the first study to propose a theoretical model to examine the effect of PHRA capability on talent management outcomes.展开更多
基金National Natural Science Foundation of China(No.61941114)and(No.61801515).
文摘Resource-constrainted and located closer to users,edge servers are more vulnerable to Distributed Denial of Service(DDoS)attacks.In order to mitigate the impact of DDoS attacks on benign users,this paper designed a Resource-based Pricing Collaborative approach(RPC)in mobile edge computing.By introducing the influence of resource prices on requester in economics,a collaboration model based on resource pricing was established,and the allocation of user request was regarded as a game strategy to obtain the overall minimum offloading cost of the user in network.The article theoretically proved the existence and rationality of the Nash equilibrium.Finally,simulation results verified the effectiveness and feasibility of the proposed approach in two experimental scenes.Experimental results shows that RPC can effectively improve the network ability to mitigate DDoS attacks,and alleviate the adverse effects of server attacks under delay constraints.
文摘Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.
文摘Digitisation,new technologies and artificial intelligence demand organisations for new ways of working with a different skill set to accomplish strategic objectives.HR analytics is the scientific solution enabling organisations to make significant human capital and strategic business decisions and thereby gain a competitive advantage.However,theory-based relationships in HR analytics adoption is meagre.Further,there is a paucity of HR analytics literature on the role of contextual factors that affect organisations in building predictive HR analytics(PHRA)capability.Addressing this gap,we develop a conceptual framework through the lens of the Technological-Organisational-Environmental(TOE)framework and Resource-based theory to examine the relationships among the antecedents and consequences of PHRA capability considering talent management under the moderating effect of a data-driven culture.This paper is possibly the first study to propose a theoretical model to examine the effect of PHRA capability on talent management outcomes.
